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978
Knowledge management and knowledge management systems: Conceptual foundations and an agenda . . .
, 1998
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A resource-based perspective on information technology capability and firm performance: An empirical investigation
- MIS Quarterly
, 2000
"... The resource-based view of the firm attributes superior financial performance to organizational resources and capabilities. This paper develops the concept of IT as an organizational capability and empirically examines the association between IT capability and firm performance. Firm specific IT reso ..."
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Cited by 439 (1 self)
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The resource-based view of the firm attributes superior financial performance to organizational resources and capabilities. This paper develops the concept of IT as an organizational capability and empirically examines the association between IT capability and firm performance. Firm specific IT resources are classified as IT infrastructure, human IT resources, and IT-enabled intangibles. A matched-sample comparison group metho-dology and publicly available ratings are used to assess IT capability and firm performance. Results indicate that firms with high IT capability tend to outperform a control sample of firms on a variety of profit and cost-based performance measures. 1Sirkka Jarvenpaa was the accepting senior editor for this paper.
Review: information technology and organizational performance: an integrative model of IT business value
, 2004
"... Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don’t know. A review of the literature reveals that studies examining the association between infor ..."
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Cited by 323 (3 self)
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Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don’t know. A review of the literature reveals that studies examining the association between information technology and organizational performance are divergent in how they conceptualize key constructs and their interrelationships. We develop a model of IT business value based on the resource-based view of the firm that integrates the various strands of research into a single framework. We apply the integrative model to synthesize what is known about IT business value and guide future research by developing propositions and suggesting a research agenda. A principal finding is that IT is valuable, but the extent and dimensions are dependent upon internal and external factors, including complementary organizational resources of the firm and its trading partners, as well as the competitive and macro environment. Our analysis provides a blueprint to guide future research and facilitate knowledge accumulation and creation concerning the organizational performance impacts of information technology.
The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to 1965
- Academy of Management Journal
, 1996
"... This article continues to operationally define and test the resource-hased view of the firm in a study of the major U.S. film studios from 1936 to 1965. We found that property-hased resources in the form of exclusive long-term contracts with stars and theaters helped financial performance in the sta ..."
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Cited by 212 (0 self)
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This article continues to operationally define and test the resource-hased view of the firm in a study of the major U.S. film studios from 1936 to 1965. We found that property-hased resources in the form of exclusive long-term contracts with stars and theaters helped financial performance in the stable, predictable environment of 1936-50. In con-trast, knowledge-based resources in the form of production and coordi-native talent and budgets boosted financial performance in the more uncertain (changing and unpredictable) post-television environment of 1951-65. The resource-based view of the firm provides a useful complement to Porter's (1980) well-known structural perspective of strategy. This view shifts the emphasis from the competitive environment of firms to the resources that firms have developed to compete in that environment. Unfortunately, although it has generated a great deal of conceptualizing (see reviews by Black and Boal [1994] and Peteraf [1993]), the resource-based view is just
The dynamics of learning alliances: Competition, Cooperation and relative scope
- Strategic Management J
, 1998
"... Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at. ..."
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Cited by 197 (4 self)
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Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at.
Reappraising the eclectic paradigm in an age of alliance capitalism
- Journal of International Business Studies
, 1995
"... Abstract. This article discusses the implications of the advent of alliance capitalism for our theorizing about the determinants of MNE activity. In particular, it argues that, due to the increasing porosity of the boundaries of firms, countries and markets, the eclectic, or OLI, paradigm of interna ..."
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Cited by 178 (2 self)
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Abstract. This article discusses the implications of the advent of alliance capitalism for our theorizing about the determinants of MNE activity. In particular, it argues that, due to the increasing porosity of the boundaries of firms, countries and markets, the eclectic, or OLI, paradigm of international production needs to consider more explicitly the competi-tive advantages arising from the way firms organize their inter-firm transactions, the growing interdependencies of many intermediate product markets, and the widening of the portfolio of the assets of districts, regions and countries to embrace the external economies of inter-dependent activities.
The leveraging of interfirm relationships as a distinctive organisational capability: a longitudinal study
- Strategic Management Journal
, 1999
"... In this paper we present a study of the structure of three lead firm-network relationships at two points in time. Using data on companies in the packaging machine industry, we study the process of vertical disintegration and focus on the ability to coordinate competencies and combine knowledge acros ..."
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Cited by 177 (0 self)
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In this paper we present a study of the structure of three lead firm-network relationships at two points in time. Using data on companies in the packaging machine industry, we study the process of vertical disintegration and focus on the ability to coordinate competencies and combine knowledge across corporate boundaries. We argue that the capability to interact with other companies—which we call relational capability—accelerates the lead firm’s knowledge access and transfer with relevant effects on company growth and innovativeness. This study provides evidence that interfirm networks can be shaped and deliberately designed: over time managers develop a specialized supplier network and build a narrower and more competitive set of core competencies. The ability to integrate knowledge residing both inside and outside the firm’s boundaries emerges as a distinctive organizational capability. Our main goal is to contribute to the current discussion of cooperative ties and dynamic aspects of interfirm networks, adding new dimensions to resource-based and knowledge-based interpretations of company performance. Copyright Ó 1999 John Wiley & Sons, Ltd.
A resource-based theory of strategic alliances
- Journal of Management
, 2000
"... The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the l ..."
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Cited by 165 (4 self)
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The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: ra-tionale, formation, structural preferences, and performance. The re-source-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imita-bility, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-
THE COMPETITIVE ADVANTAGE OF INTERCONNECTED FIRMS: AN EXTENSION OF THE RESOURCE-BASED VIEW
, 2006
"... I extend the resource-based view to incorporate the network resources of intercon-nected firms. My model distinguishes shared resources from nonshared resources; identifies new types of rent; and illustrates how firm-, relation-, and partner-specific factors determine the contribution of network res ..."
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Cited by 123 (2 self)
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I extend the resource-based view to incorporate the network resources of intercon-nected firms. My model distinguishes shared resources from nonshared resources; identifies new types of rent; and illustrates how firm-, relation-, and partner-specific factors determine the contribution of network resources to the rents extracted from alliance networks. After reassessing the heterogeneity, imperfect mobility, imitability, and substitutability conditions, I conclude that the nature of relationships may matter more than the nature of resources in networked environments.
First-Mover (Dis)Advantages: Retrospective and Link with the Resource-Based View
- Strategic Management Journal
, 1998
"... This article reflects upon and updates our prize-winning paper, ‘First-mover advantages, ’ which was published in SMJ 10 years ago. We discuss the evolution of the literature over the past decade and suggest opportunities for continuing research. In particular, we see benefits from linking empirical ..."
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Cited by 120 (1 self)
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This article reflects upon and updates our prize-winning paper, ‘First-mover advantages, ’ which was published in SMJ 10 years ago. We discuss the evolution of the literature over the past decade and suggest opportunities for continuing research. In particular, we see benefits from linking empirical findings on first-mover advantages with the complementary stream of research on the resource-based view of the firm. Ó 1998 John Wiley & Sons, Ltd. We were honored to receive the 1996 prize of the Strategic Management Society (in cooperation with John Wiley & Sons) for our 1988 paper, ‘First-Mover Advantages. ’ It is customary for the award recipients to write a brief article reflecting on the original work. As our paper aimed to provide a unified conceptual framework and criti-cal assessment of the literature, we have chosen to write a somewhat longer piece to update our survey and suggest opportunities for continuing research. Our prize-winning paper began as a series of healthy disagreements between the authors, which took place over brown bag lunches during the summer of 1986. ‘First-mover advantage ’ (FMA) was a term widely invoked in strategic man-agement, marketing, and economics. We found, however, that our interpretations of the concept differed greatly. We wondered if our disagree-ments stemmed from the contrast in our discipli-nary backgrounds, or if they reflected a broader lack of consensus among business scholars. During a sabbatical at Northwestern University, Key words: first-mover advantage; pioneer advantage; follower advantage; resource-based view; market entry
